This document compares and contrasts leadership and management. It discusses that leadership involves establishing direction through developing a vision for the future and strategies to achieve that vision. Management involves planning, budgeting, organizing staff and resources to achieve goals. Leadership aligns people by communicating the vision and influencing teams, while management establishes structures and delegates responsibilities. Leadership motivates and inspires people to overcome barriers through satisfying needs, whereas management controls and solves problems by monitoring results. Finally, leadership produces dramatic changes and useful innovation, while management produces predictability and consistency in delivering expected results to stakeholders.

1. LEADERSHIP IS NOT
MANAGEMENT
Comparing Leadership and
Management

2. Creating An Agenda
(Figuring Out What We’re Going to Do)
LEADERSHIP
• Establishing
Direction—
developing a vision
of the future, often
the distant future,
and strategies for
producing the
changes needed to
achieve that vision.
MANAGEMENT
• Planning and
budgeting—
establishing
detailed steps and
timetables for
achieving needed
results, and then
allocating the
resources necessary
to make them
happen.

3. Developing A Human Network for
Achieving the Agenda
(Getting the People Together to Do It)
LEADERSHIP
• Aligning People—
communicating the
direction by words and
deeds to all those whose
cooperation may be
needed so as to influence
the creation of teams
and coalitions that
understand the vision
and strategies, and
accept their validity.
MANAGEMENT
• Organizing and Staffing—
establishing some
structure for
accomplishing plan
requirements, staffing
that structure with
individuals, delegating
responsibility and
authority for carrying
out the plan, providing
policies and procedures
to help guide people, and
creating methods or
systems to monitor
implementation.

4. EXECUTION
(Actually Doing What We Planned to Do)
LEADERSHIP
• Motivating and
Inspiring—energi-
zing people to
overcome major
political,
bureaucratic, and
resource barriers to
change by satisfying
very basic, but often
unfulfilled human
needs.
MANAGEMENT
• Controlling and
Problem Solving—
monitoring results
vs. plan in some
detail, identifying
deviations, and then
planning and
organizing to solves
these problems.

5. OUTCOMES
(Results of What We’ve Done)
LEADERSHIP
• Produces changes,
often to a dramatic
degree, and has the
potential of
producing extremely
useful change (e.g.,
new products that
customers want, new
approaches to labor
relations that help
make a firm more
competitive)
MANAGEMENT
• Produces a degree of
predictability and
order, and has the
potential of
consistently
producing key
results expected by
various stake-
holders (e.g., for
customers, always
being on time; for
stockholder, being
on budget)